DOCSLIB.ORG

Why Did Lidl Fail in Norway?

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
Why Did Lidl Fail in Norway? Why did Lidl Fail in Norway? A Stakeholder Approach Haakon Winger Eide Supervisor Andreas Falkenberg This Master’s Thesis is carried out as a part of the education at the University of Agder and is therefore approved as a part of this education. However, this does not imply that the University answers for the methods that are used or the conclusions that are drawn. University of Agder, 2010 Faculty of Economics and Social Sciences Department of Economics and Business Administration i ii Abstract When talking to a Norwegian about Lidl, most people will have a strong opinion about the company. Some will tell you that Lidl was a positive contributor to the Norwegian grocery market, because of their low prices and “exotic” products. Some will tell you that they never shopped there, because they didn’t want to support a foreign company that ignored the labor unions, build large and unattractive buildings in their towns, only had unfamiliar food in the shelves and who sent the profit out of the country. If you ask Norwegians why Lidl failed in Norway, many will argue that Lidl did not fulfill the Norwegian shoppers' needs and did not fit in with their values But is it as simple as that? Why is Lidl a success in most other European countries, while in Norway they decided to pull out of the market after less than four years? What did Lidl do wrong in their attempt to establish their brand name in Norway? Why didn’t they manage to adapt to the Norwegian market? And maybe more important, is it only their failure to adapt to the Norwegian market that led to Lidl’s withdrawal all their operations from Norway? Perhaps it is something else and special with the Norwegian market and competition that made them fail? This thesis tries to answer these questions through a Stakeholder Approach. iii Contents Chapter 1: Introduction ................................................................................................................................ 1 1.1 Lidl ‐ A Success in Europe ‐ Failure in Norway ........................................................................ 2 1.2 Globalizing markets ............................................................................................................................ 4 1.3 Shortage of research and studies .................................................................................................. 5 1.4 Why study failure? .............................................................................................................................. 6 Chapter 2: Business Theory ‐ A Framework for Analysis ................................................................ 8 2.1 The Development of Economics and Management Theory ................................................ 9 2.2 The Stakeholder Approach ........................................................................................................... 11 2.3 A Practical Approach ‐ The Stakeholder Matrix ................................................................... 15 Chapter 3: International Marketing Theories ................................................................................... 16 3.0 International Marketing Theories ‐ Planning to Take the Business Abroad ............. 17 3.1 Facilitating Exchange Across Cultures ..................................................................................... 17 3.2 The Uppsala Model........................................................................................................................... 26 3.3 Standardization versus Customization .................................................................................... 28 3.5 Barriers to establishing .................................................................................................................. 32 3.6 Exit strategies .................................................................................................................................... 36 Chapter 4: Lidl ............................................................................................................................................... 39 4.1 Who is Lidl? ......................................................................................................................................... 40 4.2 Lidl's Strategy .................................................................................................................................... 41 4.3 Lidl in the Nordic Countries ......................................................................................................... 42 4.4 Lidl in Norway ................................................................................................................................... 43 Chapter 5: The Market ................................................................................................................................ 48 5.1 The Grocery Market in Norway .................................................................................................. 49 5.2 The Grocery Market in Europe .................................................................................................... 64 Chapter 6: The Stakeholders ............................................................................................................... 70 6.0 Stakeholder Analysis ‐ A practical Approach ......................................................................... 71 6.1 Lidl Stakeholder Matrix .................................................................................................................. 72 Chapter 7: Analysis ...................................................................................................................................... 84 7.1 Preliminary Screening .................................................................................................................... 85 7.2 Assessing Market potential ........................................................................................................... 85 7.3 Market Strategy ................................................................................................................................. 86 7.4 Price and Product strategy ........................................................................................................... 87 7.5 What could they have done differently? .................................................................................. 88 iv Chapter 8: Conclusion ................................................................................................................................. 90 8.1 The Main Reasons ............................................................................................................................ 91 8.2 No Light at the End of the Tunnel .............................................................................................. 92 Chapter 9: Consequences and suggestions ......................................................................................... 93 9.1 Consequences of Low Competition ........................................................................................... 94 9. 2 Consequences for Lidl .................................................................................................................... 94 9.3 Consequences for the Future ....................................................................................................... 95 9.4 Consequences for the Norwegian Customer .......................................................................... 95 9.5 Opportunities Lidl Missed ............................................................................................................. 96 References ....................................................................................................................................................... 98 v Outline of Thesis Structure vi Chapter 1: Introduction Lidl ‐ A success in Europe ‐ failure in Norway Globalizing Markets Shortage of Research and Studies Why study failure? 1 1.1 Lidl ‐ A Success in Europe ‐ Failure in Norway Lidl Stiftung Co. KG ‐ popularly known as Lidl, is a Germany‐based, international retail giant. The company can follow its roots back to the 1930ies. From the mid 1970ies the company started taking its current shape and form ‐ as a discount, or low price, grocery chain. Since that time, the company has grown at a formidable pace, to the point that it today ranks as a major player in the grocery retail market in Europe. Appendix 1 shows that Lidl is ranked as the largest European discount retailer measured by turnover. The company has spread its business concept to most European countries. The company is organized as a "Stiftung" ‐ or Foundation ‐ wherefore its policies and accounts are not public. Based on the company's observed behavior, it is fair to assume that the company follows a rapid growth policy, and that it aims to become a major player in any market it decides to enter (Meland 2004). Back in 2001, the corporate decision to prepare for the entry into the Norwegian market had been made, and a company Lidl Norge GMBH was established in Germany, with a Norwegian branch office, Lidl Norge NUF. On September 23. 2004, the first 10 Norwegian Lidl‐shops opened for business. By 2007, the number of outlets had grown to over 50 (Brønnøysundregistrene, 2010). On March 14. 2008 it became public knowledge that Lidl had signed a contract with its competitor ‐ Rema 1000 ‐ to sell all of its Norwegian business ‐ i.e. all of its real estate and indirectly its market share. In plain
Load more

Recommended publications
  • Fuel Forecourt Retail Market
    Fuel Forecourt Retail Market Grow non-fuel Are you set to be the mobility offerings — both products and Capitalise on the value-added mobility mega services trends (EVs, AVs and MaaS)1 retailer of tomorrow? Continue to focus on fossil Innovative Our report on Fuel Forecourt Retail Market focusses In light of this, w e have imagined how forecourts w ill fuel in short run, concepts and on the future of forecourt retailing. In the follow ing look like in the future. We believe that the in-city but start to pivot strategic Continuously pages w e delve into how the trends today are petrol stations w hich have a location advantage, w ill tow ards partnerships contemporary evolve shaping forecourt retailing now and tomorrow . We become suited for convenience retailing; urban fuel business start by looking at the current state of the Global forecourts w ould become prominent transport Relentless focus on models Forecourt Retail Market, both in terms of geographic exchanges; and highw ay sites w ill cater to long customer size and the top players dominating this space. distance travellers. How ever the level and speed of Explore Enhance experience Innovation new such transformation w ill vary by economy, as operational Next, w e explore the trends that are re-shaping the for income evolutionary trends in fuel retailing observed in industry; these are centred around the increase in efficiency tomorrow streams developed markets are yet to fully shape-up in importance of the Retail proposition, Adjacent developing ones. Services and Mobility. As you go along, you w ill find examples of how leading organisations are investing Further, as the pace of disruption accelerates, fuel their time and resources, in technology and and forecourt retailers need to reimagine innovative concepts to become more future-ready.
    [Show full text]
  • Export Marketing Consultancy Project BA (Hons) International Business
    Leeds Beckett University/BI Norwegian Business School Export Marketing Consultancy Project BA (Hons) International Business Tutor: Gareth Williams Authors: Kristina Linnea Johansson Brunvall Ole Johannes Gill Lunde Maiken Salmelid Sondre Larsson Richard Lindin Victoria Ekeli Date: 07th of May 2015 Plagiarism declaration “We certify with the signatures that this is our own work. Material from other sources has been properly acknowledge and referenced. The work has not, in whole or in part, been presented elsewhere for assessment. If this statement is untrue we acknowledge that we have committed an assessment offence. We also certify that we have taken a copy of this assignment, to make available upon request, which we will retain after the board of examiners has published results.” Researchers Kristina Linnea Johansson Brunvall Ole Johannes Gill Lunde Richard Lindin Victoria Ekeli: Maiken Salmelid Sondre Larsson 2015-Consultancy report 2 Introduction This report is a comprehensive study for the module Export Marketing at Leeds Beckett University. Through cooperation with the Norwegian grocery store company KIWI Mini Pris AS, the report will present the findings of a thorough market analysis of the UK grocery store market. It will include secondary findings through data collection and will be supported by primary research that the researchers have collected and analysed. Secondary data will be elements on what is currently happening in the market. Elements evaluated are current and future trends, customer needs and behaviour, external macro/micro environmental factors, competitors operating in the market and entry mode possibilities. Primary data methods include in-store and online observation, 3 expert interviews as well as semi-structured interviews conducted in the streets of Leeds to base findings found with customer’s opinions.
    [Show full text]
  • List of Supermarkets & Stores: Sligo Town & Surrounds
    List of Supermarkets & Stores: Sligo Town & Surrounds Contact Name Location Opening Times Deliveries Order Options / Notes Details Mon-Fri : 7am – 10pm Yes Centra Caltragh 071 9110077 Sat : 7.30am – 10pm Phone Sun : 8am – 10pm Mon-Fri: 7.30am – 9pm Centra Catron Village 071 91 45530 Yes Click and Collect Sat-Sun: 8am-9pm Phone Cosgrove’s Centra Maugheraboy 071 91 38731 Mon-Sun 7am-11pm Yes Email Dawn Fresh Tesco Carpark 071 91 61346 9am-6pm Yes Phone Cleveragh Phone Londis 071 9170190 Mon-Sun 9am-7pm Yes Road Email Bundoran Mon-Fri: 6.30am- 10.10pm Mullins, Spar & Texaco 071 91 43408 Yes Phone Road Sat-Sun: 8am-10pm Cranmore 11am-1pm priority Aldi Mon – Sun : 9am-8pm No Road shopping times Mon – Wed: 8.30am-8pm Cranmore Thur&Fri: 8.30am-9pm Not on 11am-1pm priority Dunnes 071 914 2226 Sat: groceries shopping times Road Sun: 10am-7pm Finisklin Rd Mon – Sat: 8am – 10pm 9am-11am priority Lidl No Cranmore Rd Sun: 9am –9pm shopping Mon-Fri : 8am – 10pm Tesco O’Connell St 1890 928 404 Sat: 7am-10pm Click and Collect Sun: 9am – 10pm List of Supermarkets & Stores : Sligo County Contact Name Location Opening Times Deliveries Order Options Details Mon-Sat: 7.30am- 10pm Centra Collooney 071 91 67988 Yes Phone Sunday: 8am-9pm Mon-Sat: 7am- 10pm Centra Enniscrone 096 36417 Yes Click & Collect Sunday: 8am-10pm Mon-Sat: 8am-9pm Centra Gurteen 071 918 2030 Yes Phone Sun: 9am-7pm Mon-Sat: 7am-11pm Centra Tubbercurry 071 9186092 No Phone Sun :8am-11pm Mon : 9am-10pm Eurospar Tubbercurry 071 91 85034 Yes Phone Tue-Sun: 8am-10pm website - Mon-Fri: 8.30am-4.15pm
    [Show full text]
  • Checking out on Plastics, EIA and Greenpeace
    Checking out on plastics A survey of UK supermarkets’ plastic habits ACKNOWLEDGEMENTS ABOUT EIA ABOUT GREENPEACE CONTENTS We investigate and campaign against Greenpeace defends the natural We would like to thank The Network ©EIAimage 1. Executive summary 4 environmental crime and abuse. world and promotes peace by for Social Change, Susie Hewson- investigating, exposing and Lowe and Julia Davies. Our undercover investigations 2. Introduction 5 confronting environmental abuse expose transnational wildlife crime, We would would also like like to to thank thank our ABOUT EIA EIAand championingUK responsible with a focus on elephants, pangolins 3. Impacts of plastics on the environment and society 6 numerous other supporters whose 62-63solutions Upper for Street, our fragile Ximporae. Ut aut fugitis resti ut atia andWe investigate tigers, and and forest campaign crimes suchagainst long-term commitment to our Londonenvironment. N1 0NY UK nobit ium alici bla cone consequam asenvironmental illegal logging crime and and deforestation abuse. 4. Methodology 8 organisation’s mission and values T: +44 (0) 20 7354 7960 cus aci oditaquates dolorem volla for cash crops like palm oil. We helped make this work possible. Our undercover investigations E: [email protected] vendam, consequo molor sin net work to safeguard global marine Greenpeace, Canonbury Villas, London N1 5. Results of scorecard ranking 9 expose transnational wildlife crime, eia-international.org fugitatur, qui int que nihic tem ecosystems by addressing the 2PN, UK with a focus on elephants and asped quei oditaquates dolorem threats posed by plastic pollution, T: + 44 (0) 20 7865 8100 6. Summary of survey responses tigers, and forest crimes such as volla vendam, conseqci oditaquates bycatch and commercial EIAE: [email protected] US illegal logging and deforestation for dolorem volla vendam, consequo exploitation of whales, dolphins POgreenpeace.org.uk Box 53343 6.1 Single-use plastic packaging 10 cash crops like palm oil.
    [Show full text]
  • Global Top 3 Retailers: Wal-Mart, Carrefour, Tesco Indian Retailers
    4. Case Studies Global Top 3 retailers: Wal-Mart, Carrefour, Tesco Indian Retailers: Future Group (Big Bazar), More, Reliance Fresh,Spencers and Vishal Mega Mart Chapter 4 W a l - M a r t "The secret of successful retailing is to give your customers what they want. And really, if you think about it from your point of view as a customer, you want everything: a wide assortment of good quality merchandise; the lowest possible prices; guaranteed satisfaction with what you buy; friendly, knowledgeable service; convenient hours; free parking; a pleasant shopping experience. ” - Sam Walton, founder of Wal-Mart. ''Exceed your customer’s expectations. If you do they’ll come back over and over. Give them what they want - and a little more. Let them know you appreciate them. - Sam Walton, founder of Wal-Mart Brief about Retailer; In July 1962, Walton - an economics graduate from the University of Missouri, established the first Wal-Mart Discount City in Rogers, a small town in the state of Arkansas, USA. Wal-Mart expanded rapidly by adopting acquisition and joint venture routes. Today Wal-Mart is the world’s number one retailer having operations spread in 14 countries with an employee base of 6, 80,000. Apart from USA, it operates mainly in Canada, South America, UK, Japan, China and India. In 2009, Wal-Mart distributed $423 million for charities in cash and in kind. Wal-Mart environmental friendly goals are: merchandise having 100 percent renewable energy, creation of zero landfill waste and products sell maintaining sustained environment. In India, Wal-Mart has joined hands with Bharati Enterprise and started B2B retail operations.
    [Show full text]
  • Global Vs. Local-The Hungarian Retail Wars
    Journal of Business and Retail Management Research (JBRMR) October 2015 Global Vs. Local-The Hungarian Retail Wars Charles S. Mayer Reza M. Bakhshandeh Central European University, Budapest, Hungary Key Words MNE’s, SME’s, Hungary, FMCG Retailing, Cooperatives, Rivalry Abstract In this paper we explore the impact of the ivasion of large global retailers into the Hungarian FMCG space. As well as giving the historical evolution of the market, we also show a recipe on how the local SME’s can cope with the foreign competition. “If you can’t beat them, at least emulate them well.” 1. Introduction Our research started with a casual observation. There seemed to be too many FMCG (Fast Moving Consumer Goods) stores in Hungary, compared to the population size, and the purchasing power. What was the reason for this proliferation, and what outcomes could be expected from it? Would the winners necessarily be the MNE’s, and the losers the local SME’S? These were the questions that focused our research for this paper. With the opening of the CEE to the West, large multinational retailers moved quickly into the region. This was particularly true for the extended food retailing sector (FMCG’s). Hungary, being very central, and having had good economic relations with the West in the past, was one of the more attractive markets to enter. We will follow the entry of one such multinational, Delhaize (Match), in detail. At the same time, we will note how two independent local chains, CBA and COOP were able to respond to the threat of the invasion of the multinationals.
    [Show full text]
  • Retail Award Results
    Annual Awards 2014 Sponsored by Retail Award Results RETAIL PRODUCT OF THE YEAR ‘Aldi Asia Specialities’ Hoisin Chicken produced by MDC Foods Ltd BEST NEW POULTRY-BASED PRODUCT Gold ‘Aldi Asia Specialities’ Hoisin Chicken MDC Foods Ltd Silver ‘Iceland 18 Piece Party’ Chippy Style Chicken Strips with chip shop style curry dip Iceland Foods Ltd Bronze ‘Iceland Meal in a Bag’ Chicken Teriyaki Stir Fry Iceland Foods Ltd BEST NEW FISH-BASED PRODUCT Gold ‘Aldi Specially Selected’ 4 Coquilles St Jacques Lakeside Food Group Ltd Silver ‘Aldi Specially Selected’ Luxury Topped Side of Salmon Lakeside Food Group Ltd Bronze ‘Aldi Specially Selected’ Smoked Salmon Terrine Lakeside Food Group Ltd BEST NEW VEGETABLE-BASED PRODUCT Gold ‘Asda Chosen by you’ Broccoli & Stilton Risotto Bakes Wessex Foods Silver ‘Morrisons’ Vegetable Lasagne Laila’s Fine Foods Ltd Bronze ‘Eazy Herbs’ Coriander Dujardin Foods Group NV BEST NEW MEAT-BASED PRODUCT Gold ‘Iceland Luxury’ Pork Loin Rack with an Apple Crust Iceland Foods Ltd Silver ‘Iceland Luxury’ Venison Garland Iceland Foods Ltd Bronze ‘Asda Chosen by you’ 2 Pulled Beef Wellingtons Oliver James Foods BEST NEW PIZZA, SAVOURIES AND SAVOURY BREAD PRODUCT Gold ‘Dr. Oetker Stoneoven Tradizionale’ Mozzarella Pizza Dr. Oetker (UK) Ltd Silver ‘Iceland 24 Piece Party’ Sweet & Savoury Croissants Iceland Foods Ltd Bronze ‘Aldi Specially Selected’ 4 Large Beef Dripping Yorkshire Puddings Greencore Grocery Leeds BEST NEW ICE CREAM PRODUCT Gold ‘Gianni’s’ Scrumptious Cherry Ice Cream Aldi Stores Ltd Silver ‘Tesco Finest*’ 3 Cornish Sea Salted Caramel Ice Creams R&R Ice Cream UK Ltd Bronze ‘Supervalu’ Caramel Biscuit Ice Cream Lakeland Dairy Sales Ltd BEST NEW DESSERT/CONFECTIONERY PRODUCT Gold ‘Conditorei Sweet Dreams’ Stracciatella Torte Coppenrath & Wiese (UK) Ltd Silver ‘Aldi Specially Selected’ Dark Chocolate & Orange Mascarpone Cheesecake Aldi Stores Ltd Bronze ‘Iceland Party’ Raspberry Eton Mess Dessert Coppenrath & Wiese (UK) Ltd Details compiled from entry forms.
    [Show full text]
  • SPAR International Annual Review 2017 2017 Year at a Glance the 2017 Statistics Show the Continuing Strength and Attractiveness of the SPAR Brand Globally
    SPAR International Annual Review 2017 2017 year at a glance The 2017 statistics show the continuing strength and attractiveness of the SPAR Brand globally. GLOBAL RETAIL 12,777 SALES AREA +5.3% stores globally €34.5 sales billion growth GLOBAL SALES 7.4 MILLION AVERAGE 13.5 STORE SIZE GLOBALLY MILLION 105 CUSTOMERS RETAIL & SERVed PER DAY 48 WHOLESALE countries PARTNERS 581 DISTRIBUTION €4,644 242 CENTRES 232 AVERAGE ANNUAL SALES 350,000 ADDITIONAL GLOBALLY SPAR COLLEAGUES STORES GLOBALLY per m² EMPLOYED “ In 2017, the SPAR worldwide organisation Managing Director’s Report achieved excellent growth of 5.3%. The renaissance in neighbourhood retailing in Europe, further international expansion and tailoring SPAR formats to different markets were all key drivers of this strong performance.” Tobias Wasmuht, Managing Director, SPAR International A YEAR OF enhancing the competitiveness, productivity UNPRECEDENTED and profitability of our retail and wholesale EXPANSION partners worldwide. Reaping the benefits of this shared scale and strength has never With the launch of SPAR in five new countries been more important than it is today. combined with a growth of 232 new stores and a sales increase of 5.3% to €34.5 billion, SPAR’s ability to localise, and take a tailored 2017 has been an unprecedented year of approach to integrate into individual markets, expansion for SPAR internationally. informed by international best practice and working better together, has secured its Our SPAR ‘Better Together’ strategy position as the world’s largest voluntary food launched in 2016, represents SPAR’s core retail chain, with 12,777 stores in 48 countries ethos of uniting together the global scale and global turnover of €34.5 billion at the end and resources of the SPAR network so that of 2017.
    [Show full text]
  • Financial Report
    2008 FINANCIAL REPORT Carrefour SA with capital of 1,762,256,790 euros RCS Nanterre 652 014 051 www.groupecarrefour.com 2008 FINANCIAL REPORT OTHERS PUBLICATIONS: 2008 Sustainable Development Report 2008 Annual Report ADDITIONAL INFORMATION AND GROUP FINANCIAL REPORTS ARE AVAILABLE AT WWW.GROUPECARREFOUR.COM Design, creation, copywriting and production: Translation: Photocredits: Carrefour Photo Library, Lionel Barbe. Paper: The Carrefour Group is committed to the responsible management of its paper purchasing. The paper used in the 2008 Challenges Booklet is FSC (Forest Stewardship Council) certified. This certification attests to its compliance with a set of internationally recognised forest management principles and criteria. The aim of the FSC is to promote environmentally responsible, socially beneficial and economically viable management of the Earth’s forests. Printing: This document has been produced in association with RR Donnelley. The print facility used is CarbonNeutral® and its Environmental Management System is certified to ISO14001:2004. CONTENTS CONSOLIDATED FINANCIAL STATEMENTS 02 Management Report 09 Consolidated Financial Statements 13 Notes on the Consolidated Financial Statements 45 Companies consolidated by full integration as of 31 December 2008 53 Companies consolidated by the equity method as of 31 December 2008 54 Statutory auditors’ report on the Consolidated Financial Statements REPORT BY THE CHAIRMAN OF THE BOARD OF DIRECTORS 56 Report by the Chairman of the Board of Directors 66 Statutory auditors’ report on the Chairman’s Report ADDITIONAL INFORMATION 68 Consolidated store network 72 Commercial statistics CONSOLIDATED FINANCIAL STATEMENTS MANAGEMENT REPORT Accounting principles The Carrefour Group’s consolidated financial statements for fiscal The income statement as of 31 December 2007 is presented for the year 2008 have been drawn up in accordance with IFRS previous period.
    [Show full text]
  • The Abuse of Supermarket Buyers
    The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele, SOMO & Bob Young, Europe Economics On behalf of: AAI- Agribusiness Accountability Initiative Amsterdam, March 2009 Colophon The Abuse of Supermarket Buyer Power in the EU Food Retail Sector Preliminary Survey of Evidence Myriam Vander Stichele (SOMO) & Bob Young (Europe Economics) March 2009 Funding: This publication is made possible with funding from The Dutch Ministry of Foreign Affairs via SOMO and DGOS (Belgian Directorate General for Development Cooperation) via Vredeseilanden (VECO). Published by: AAI - Agribusiness Action Initiatives, formerly called Agribusiness Accountability Initiative The authors can be contacted at: SOMO Sarphatistraat 30 1018 GL Amsterdam The Netherlands Tel: + 31 (20) 6391291 Fax: + 31 (20) 6391321 E-mail: [email protected] Website: www.somo.nl This document is licensed under the Creative Commons Attribution-NonCommercial-NoDerivateWorks 2.5 License. The Abuse of Supermarket Buyer Power in the EU Food Retail Sector 2 Contents Contents ..........................................................................................................................3 Summary .........................................................................................................................4 Introduction.....................................................................................................................6 1. Abusive buyer power problems are being discussed in many fora while a comprehensive
    [Show full text]
  • Présentation Résultats Annuels
    RÉSULTATS ANNUELS 2017 RÉSULTATS8 mars ANNUELS2018 2017 • 8 mars 2018 1 SOMMAIRE 1 Faits marquants 2017 2 Activité des enseignes 3 Résultats 4 Priorités stratégiques et Perspectives Annexes RÉSULTATS ANNUELS 2017 • 8 mars 2018 2 Faits marquants 1 2017 RÉSULTATS ANNUELS 2017 • 8 mars 2018 3 Évènements marquants de 2017 (1/2) Poursuite de la transformation des concepts et nouveaux services Concept Noé Concept Next Franprix Leader Price Prêts Nouveau Cdiscount instantanés concept SM Énergie Alliance autour Carte de crédit Concept du programme Passaí (Assaí) Carulla Fresh de fidélité Market RÉSULTATS ANNUELS 2017 • 8 mars 2018 4 Évènements marquants de 2017 (2/2) Accélération sur le digital et l’omnicanal Partenariat Application exclusif Franprix Scan & Go en France Casino Max, application Corners de fidélité ciblée Cdiscount Application Livraison Monétisation Partenariat Rachat de fidélité à domicile de la data Google Home par Monoprix (GPA) (Éxito) (Monoprix) RÉSULTATS ANNUELS 2017 • 8 mars 2018 5 Faits marquants France Un volume d’affaires total 2017 de 22 Mds€ en progression hors calendaire de + 2,3 %, dont + 1,7 % en alimentaire et + 5,6 % en non-alimentaire (y compris Cdiscount) Bonne dynamique commerciale et excellente rentabilité des enseignes de proximité / qualitatives / à services : Franprix, Monoprix, Supermarchés Casino . Volumes d’affaires respectivement en croissance de + 2,2 %, + 2,7 % et + 1,1 % en 2017 . Forte capacité d’innovation (Mandarine, Noé, Supermarchés Casino, Naturalia Vegan) . Bonne dynamique d’expansion et de franchise : + 60 magasins Monoprix, + 51 magasins Franprix ; premier ralliement en franchise d’un indépendant pour les Supermarchés Casino . 168 magasins bio Naturalia à fin décembre 2017 Poursuite du redressement de Géant : .
    [Show full text]
  • Lidl Expanding to New York with Best Market Purchase
    INSIDE TAKING THIS ISSUE STOCK by Jeff Metzger At Capital Markets Day, Ahold Delhaize Reveals Post-Merger Growth Platform Krasdale Celebrates “The merger and integration of Ahold and Delhaize Group have created a 110th At NYC’s Museum strong and efficient platform for growth, while maintaining strong business per- Of Natural History formance and building a culture of success. In an industry that’s undergoing 12 rapid change, fueled by shifting customer behavior and preferences, we will focus on growth by investing in our stores, omnichannel offering and techno- logical capabilities which will enrich the customer experience and increase efficiencies. Ultimately, this will drive growth by making everyday shopping easier, fresher and healthier for our customers.” Those were the words of Ahold Delhaize president and CEO Frans Muller to the investment and business community delivered at the company’s “Leading Wawa’s Mike Sherlock WWW.BEST-MET.COM Together” themed Capital Markets Day held at the Citi Executive Conference Among Those Inducted 20 In SJU ‘Hall Of Honor’ Vol. 74 No. 11 BROKERS ISSUE November 2018 See TAKING STOCK on page 6 Discounter To Convert 27 Stores Next Year Lidl Expanding To New York With Best Market Purchase Lidl, which has struggled since anteed employment opportunities high quality and huge savings for it entered the U.S. 17 months ago, with Lidl following the transition. more shoppers.” is expanding its footprint after an- Team members will be welcomed Fieber, a 10-year Lidl veteran, nouncing it has signed an agree- into positions with Lidl that offer became U.S. CEO in May, replac- ment to acquire 27 Best Market wages and benefits that are equal ing Brendan Proctor who led the AHOLD DELHAIZE HELD ITS CAPITAL MARKETS DAY AT THE CITIBANK Con- stores in New York (26 stores – to or better than what they cur- company’s U.S.
    [Show full text]